Photo of Arkadiy Sakhartov

Arkadiy Sakhartov

Assistant Professor

Research Interests: strategic management

Contact Information

Address: 2017 SH-DH, Philadelphia, PA 19104
Email: arkadiys@wharton.upenn.edu
Office: (215) 746-2047
Office Fax: (215) 898-0401

Overview

Education

PhD, Management, Krannert Graduate School of Management, Purdue University, 2012.
Master of Science in World Economy, Russian Foriegn Trade Academy, Russia, Moscow, 1999.
BS Mechanical Engineering, South Ural State University, Russia, Chelyabinsk, 1995.

Courses

Current

  • MGMT249 - Mergers and Acquisitions

    This course explores the role of mergers and acquisitions and alternative methods of corporate development in advancing the strategies of operating business. Emphasis is on the way companies use acquisitions to alter business mixes; seize opportunities in new products, technologies and markets; enhance competitive positioning; adjust to changing economics, and promote value-creating growth. Although the course will emphasize strategic acquisitions, it also will explore leveraged buy-outs and hostile financial acquisitions as well as their influence on corporate buyers.

    MGMT249001  ( Syllabus

    MGMT249002  ( Syllabus

  • MGMT721 - Corporate Development: Mergers and Acquisitions

    This course explores the various modes of corporate development available to managers to drive firm growth and change, including alliances, outsourcing, corporate venturing, and particularly mergers and acquisitions. The objectives are three-fold: (1) to arm you with a set of tools to facilitate the selection of the appropriate growth strategy in a given situation; (2) to provide you with insights as to how to manage partnerships like alliances, outsourcing, and corporate venturing; and, (3) to develop a comprehensive framework for executing M&As, from initiation to implementation. The emphasis is on strategic and operational aspects of these transactions, rather than financial considerations. We begin by examining the different modes of corporate development, including the applicability and management approaches for each, particularly various types of partnerships. We then delve into acquisition screening and deal-making. Afterwards, we consider in detail post-merger integration. The course ends with the presentation of project work and a review of the course learnings. In terms of its pedagogical approach, this is designed to be an interactive, applied, case-based course with accompanying conceptual readings to help structure your thinking.

    Given the nature of the course, we will also apply the lessons from the cases to understand the challenges and implications of relevant recent and on-going deals. In addition, guest speakers with experience in investment banking, consulting, and industry will be invited to share their perspectives. A semester-long group project is intended to give you the opportunity to apply your learning from the course to a context that is most interesting and relevant to you.

    MGMT721002  ( Syllabus

    MGMT721003 

Previous

  • MGMT701 - Strategy and Competitive Advantage

    This course is concerned with strategy issues at the business unit level. Its focus is on the question of how firms can create and sustain a competitive advantage. A central part of the course deals with concepts that have been developed around the notions of complementarities and fit. Other topics covered in the course include the creation of competitive advantage through commitment, competitor analysis, different organizational responses to environmental changes, real options, modularity, and increasing returns. An important feature of the course is a term-length project in which groups of students work on firm analyses that require the application of the course concepts.